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| Criterion |  Operations Process Mapping |  Operations ALPEN Method |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 10-20 min daily | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-10 | 1 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Daily Plan, Time Estimates, Review Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ProcessOperationsImprovement | PlanningTime managementProductivityOperations | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |